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robertogreco : changeagents   6

Meet the ‘Change Agents’ Who Are Enabling Inequality - The New York Times
"Giridharadas rightly argues that this misallocation of resources creates a grave opportunity cost. The money and time the MarketWorlders spend fixing the edges of our fraying social order could be used to push for real change. This is especially so in the political battles in which the country is currently engaged, where a majority of the Supreme Court and members of Congress seem hellbent on rewriting the rules of the American economy and political system in ways that will exacerbate economic disparities, increase monopoly power, and decrease access to health care and women’s reproductive rights.

Moreover, the ideology of the MarketWorlders has spread and just espousing it has come to seem like a solution instead of the distraction that it is. Giridharadas shows how this is done. One category of enabler he describes is the cringeworthy “thought-leader,” who nudges plutocrats to think more about the poor but never actually challenges them, thus stroking them and allowing them to feel their MarketWorld approaches are acceptable rather than the cop-outs they are. Another recent book, the historian Nancy MacLean’s “Democracy in Chains,” provides a salutary lesson on the dangerous ways a self-serving ideology can spread.

Giridharadas embedded himself in the world he writes about, much as the journalist David Callahan (who edits the Inside Philanthropy website) did for his recent book, “The Givers: Wealth, Power and Philanthropy in a New Gilded Age.” And like Callahan, Giridharadas is careful not to offend. He writes on two levels — seemingly tactful and subtle — but ultimately he presents a devastating portrait of a whole class, one easier to satirize than to reform.

Perhaps recognizing the intractability and complexity of the fix we are in, Giridharadas sidesteps prescriptions by giving the book’s last words to a political scientist, Chiara Cordelli. “This right to speak for others,” Cordelli says, “is simply illegitimate when exercised by a powerful citizen.” Although a more definitive conclusion would have been welcome, Cordelli does point to the real lesson of the book: Democracy and high levels of inequality of the kind that have come to characterize the United States are simply incompatible. Very rich people will always use money to maintain their political and economic power. But now we have another group: the unwitting enablers. Despite believing they are working for a better world, they are at most chipping away at the margins, making slight course corrections, while the system goes on as it is, uninterrupted. The subtitle of the book says it all: “The Elite Charade of Changing the World.”"
inequality  change  anandgiridharadas  elitism  neoliberalism  2018  josephstiglitz  economics  philanthropicindustrialcomplex  charitableindustrialcomplex  wealth  taxes  reform  changeagents  instability  davos  ideology  chiaracordelli  capitalism  power  control 
august 2018 by robertogreco
Dreaming about the future is bad for your career — Gigaom Research
"Dan goes on to make this a cautionary tale for business leaders. But I believe the issue isn’t just managers and leaders: it’s everybody. People are afraid of creativity in general, and especially in times of stress, where traditional approaches to problem are strongly favored, even when they don’t work.

And creative people are uniformly considered unsuitable leaders unless they couple that with high degrees of charisma, as I detailed in The cultural bias against creatives as leaders. In fact, this bias has been suggested as the root cause of why so many leaders fail, and why groups seem to resist change. We continue to select for leaders that are uncreative, who strongly favor tradition over innovation, and who inspire a culture that follows that lead.

The answer? Alas, I am not sure that there is one. Being a dreamer may be something like ‘following your passion’. As Cal Newport has observed, following your passion may be terrible job advice."



"So, before you can get a job where you get to dream about the future, you need to sharpen your skills and share a lot of dreams that matter to others. Share your dreams, hone them, but don’t be surprised if you are sidelined because of them. You may need to intentionally take on the techniques of charisma to be considered a leader if you lead with ideas instead of traditionalism.

Sagan is right, that we rely on those who can imagine new worlds, devices, tools, or practices, but many of those dreamers pay a high price, and many of those dreams never see the light of day."

[Update: see also:
http://dangerouslyirrelevant.org/2014/04/change-agents-and-the-hiring-dilemma.html

"Here’s a working hypothesis:
The organizations that most need change agents probably are the least likely to hire them because change agents typically make people with non-change orientations scared or nervous. If the people within were already oriented toward change and innovation, their organizations wouldn’t be the ones in the most need of change agents.

So a change- and innovation-oriented job candidate has a steep uphill battle to get considered and hired. The challenge is how to get people on hiring committees in non-change-oriented institutions to recognize the value of hiring for innovation, not replication…

Got any thoughts on this?"]
leadership  creativity  charisma  2014  bias  passion  cv  stoweboyd  carlsagan  danpontefract  calnewport  values  administration  management  careers  scottmccleod  schools  changeagents  change  hiring 
march 2014 by robertogreco
Vision - Strelka Institute for media, architecture and design
"…an institution that would be a stock exchange for human capital, a place shaping a flow of creative energy. It would transform Russia’s physical & social environment, with cities being the platform for that change.

…a multifunctional institution. Not only a place of study, but a cradle for ideas & meanings, strategies & actions.

…a non-profit organization aimed at generating knowledge, producing new ideas & making them come true. Its lecture halls & studios provide free tuition for international young specialists with backgrounds in architecture, design, social sciences, etc. Its courtyard hosts open lectures, conferences and film screenings…

…an educational centre that is open to the world and ready to share. What happens here spills out into social exchange.

The output of the institute is multidimensional. It includes graduates and their projects. It involves a growing network of creativity. But, most importantly, it helps shape the reality of tomorrow."
socialexchange  creativity  changeagents  change  knowledge  socialsciences  design  architecture  urbanism  urban  education  learning  moscow  russia  lcproject  openstudioproject  vision  strelkainstitute 
august 2012 by robertogreco
Hugh MacLeod on disruption of the status quo « First Friday Book Synopsis
"Ever since I got addicted to Charlie Brown cartoons as a child, I’ve always believed in the power of cartoons.As an art form, a form of literature, as a spiritual exercise, as a bringer of light, a bringer of mirth, as a form of entertainment.<br />
Then as I was developing the Cube Grenade idea, I started to see them beyond the traditional confines of “Art”, and more and more, agents of change.<br />
By that I mean, a cartoon with the right, mysterious chemistry of form and content COULD impact an organization in a positive way, to create REAL value, to create a spark that could ignite something unique and powerful.<br />
Without buying huge chunks of expensive media, the way traditional advertising does."
statusquo  via:cervus  disruption  disruptive  inexpensive  advertising  value  change  changeagents  hughmacleod  deschooling  unschooling 
april 2011 by robertogreco
How to change others? « Leadership Freak
"There’s a difference between superficial conformity and authentic change. Great leaders create environments where authentic change is possible."

"Change agents: (1) Give lavishly. The people that most powerfully enrich others don’t barter and make deals. They give without strings attached. (2) Share information. In my opinion, protecting information is usually a sign of weakness, fear, and manipulation. Backstabbers hide information. Granted, regulated, proprietary, or personal information is meant to be private. (3) Continually grow. Growing people grow others. Changing people change others. (4) Share themselves. Leaders that share their personal journey of frailty to success create environments where people grow and change. Fakers only produce fakers that groan rather than grow."
leadership  influence  conformity  generosity  changeagents  sharing  growth  growthmindset  vulnerability  administration  management  tcsnmy  teaching  learning  pedagogy  transparency 
february 2011 by robertogreco

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